The journey to authentic leadership (aitp)
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Transcript of The journey to authentic leadership (aitp)
The Journey to Authentic Leadership
AITP March 11, 2010
Victor M. Font Jr.
The Challenge
Imagine for a minute that you have to prepare a resume where you canât highlight the college you attended, what degrees you hold, your work experience or the project achievements you have had up to this point. The only data you can put on your resume pertains to who you are as a leader and what you have demonstrated. How would the resume read?
Background
⢠Senior IT Executive, 25 yearsâ experienceâ Entrepreneurial ventures & start-ups
⢠Bayonne Computer Center, Inc., Vice-President⢠SGL Data Systems, COO
â Consulting:⢠SB Thomas⢠Bell Communications Research, Inc.⢠NJ Special Olympics⢠AT&T Consumer Sales⢠JP Morgan
â Corporate management and leadership⢠Warner-Lambert⢠Pfizer⢠CARQUEST
Industries:⢠Accounting⢠Automotive⢠Banking⢠Engineering⢠Finance⢠Human Resources⢠Insurance⢠Learning Mgt⢠Legal⢠Manufacturing⢠Medical⢠Payroll⢠Pharmaceutical⢠Retail⢠Supply Chain
Warner-Lambert
⢠First corporate position: Technical Manager⢠Led matrixed teams of up to 30⢠Delivered projects on time and on budget⢠Consistently exceeded customersâ
expectations
Feedback is a Gift
⢠Anonymous 360 review process⢠Victor isâŚ
â Arrogantâ Condescendingâ Makes me feel stupid
âWe judge ourselves by our intentions. Others judge us by our behavior. We don't see our behavior; others don't see our intentions.â
âAnonymous
Reality Check
Other peoplesâ perceptions are your reality
Charm School
⢠Center for Creative Leadership, Greensboro, NC⢠Leadership Development Program
â Feedback-intense learning experience, including hands-on activities to enhance leadership capacity
Dr. Jim FarrFounding Director
Servant Leadership
⢠Modern movement launched by Robert K. Greenleaf in his 1970â Supported by James Autry, Ken Blanchard, Stephen Covey,
Peter Block, Peter Senge, Max DePree, Larry Spears, Margaret Wheatley, Jim Hunter, Kent Keith, Ken Jennings and others
⢠Achieve organizational results by giving priority the needs of their colleagues
⢠Qualities: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth and building community
Servant Leadership is Nothing New
âThe king shall consider as good, not what pleases himself but what pleases his subjects.â
âChanakya (c. 350â283 B.C.), advisor and prime minister to Emperor Chandragupta, from his book Arthashastra
âAnd whosoever will be chief among you, let him be your servant: â
âMatthew 20:27
âAnd whosoever of you will be the chiefest, shall be servant of all.â
âMark 10:44
There is an Easier Way!
I should have just listened to my wifeâŚ
Pfizer
⢠Hank McKinnell, former Chairman and CEO of Pfizer, Inc. says that each individual in an organization needs to âfind a way to lead.ââ Advocate for Servant Leadership
⢠The Leading Edge, Personal Situational Leadership⢠Sharpening the Edge, Team Dynamic Situational
Leadership⢠Strategic Organizational Leadership, Villanova
University
The Leadership Compass
âJust as a compass points toward a magnetic field, your True North pulls you toward the purpose of your leadership. When
you follow your internal compass, your leadership will be authentic, and people will naturally want to associate with
you. Although others may guide or influence you, your truth is derived from your life story and only you can determine what
it should be.â â Bill George and Peter Sims, âTrue North: Discover Your
Authentic Leadershipâ
Pfizer Leadership Survey
⢠> 2,500 C-Suite Level, SVPs, VPs, and Exec Directors
⢠What is the single most important leadership attribute ?â Visionâ Leadership Styleâ Communicationâ Self-Awarenessâ Compassion
Leading: Discovering the Essence of Leadership
⢠Facilitated by Steve Buchholz in spring 2006
⢠Over 30 Participants flown to Sandwich, UK
⢠Leadership style: Visionary and Coaching
⢠Wrote my leadership framework
Linkedin Question
How do you define your Leadership Framework?
Chris, Senior Global Director for EMEA
âI break my framework down into four areas: Providing Direction
Allocating Resources Building Capability
Know where you areâ
Steve, VP Solvents Marketing
ââŚits the clear statement ( published to measure actions ) of the cultural values and living those values on a day to day basis.â
David, Chief Technical Officer and Vice President
âThe concept of empowering the right people to lead at the right time is fundamental to the professional and personal satisfaction of the individual members of team. It also promotes unity and teamwork within the entire organization.â
Sue, Vice President, LRN
âOur organization has a set of core values and related behaviors that we call our âLeadership Framework.â We believe that everyone in an organization has the capacity to be a âleaderâ and leaders are those individuals who exemplify ethical behavior, and make principled decisions and not pragmatic ones. Our performance assessment process completely integrates not just evaluation of performance, but evaluation (including self-evaluation) of whether performance is principled and consistent with our Leadership Framework.
In other words, being a leader is exhibiting the core values of an organizationâ
Dave, President and CEO
âWe simply define leadership as âWhat goes around comes around.â
âŚevery action we take as individuals or as a business has a predictable consequenceâŚ
âŚthe qualities of listening, empathy, awareness, persuasion, and stewardshipâŚwill produce predictable positive consequences that ultimately allowâŚemployees to be successful in both our personal and professional lives.â
William, Brand Manager - Senior Design Executive, Denim Expert
âLeadership is the pursuit of excellence each day.â
Andy, Intel
âGreat question and perhaps even more fundamental is âwhat is leadership and how is that different from managementâŚâ
âŚFor me leadership is about working outside of the box and changing yours and others worldviews to shift what they think is possible and appropriate, and how they can achieve itâŚ
âŚManagement is all about execution inside the box within the realm of what is deemed possible today.â
David, Vice President, Development
â1. Know yourself first and foremost.2. Identify your principles.
3. Stick to them.
âŚprinciples: Honor, Integrity, Respect. And, to be clear, this is more about behaving with integrity and giving respect to others...honor is something only you can
decide for yourself if you have been following the right path or not.â
Jim Gulnac, ProtĂŠgĂŠ
⢠In transition plastics industry Six Sigma GBâHickory/Lenoir area, North Carolina
⢠I am not sure if I could answer that âinterview questionâ
⢠Sent him my leadership framework as example⢠Received draft framework to review⢠Jim understands authentic leadership
Authentic Leadership isâŚ
Centered on five key areasâ Knowing your authentic self â Defining your values and leadership principles â Understanding your motivations â Building your support team â Staying grounded by integrating all aspects of your
life
The Journey
Leadership is the capacity to take others to a place they would not go by themselves; not by the power of your position, but by
the strength of your example.
The essence of Leadership calls for being both a pathfinder and a steward.
Pathfinding
⢠Understand the business context in which you are operatingâ Determine what leadership actions are needed
⢠Go to the balcony, take a broad view of the business landscape, and set a strategic direction for yourself and for those you influence
⢠What Challenges Face Me?â Assess your present situationâ Define your leadership mandate: seven key actions I need to
focus onâ Prioritize the actions
⢠Where do I want the business to grow?
Stewardship: Authority or Leadership?
⢠By virtue of your title and responsibility you are in a position of authorityâ This does not make you a leaderâ Two benefits: compliance and attention
⢠Leaders create a committed followershipâ What do you want your example to be?
⢠What makes up your example?â Persona is our outward manifestations. Includes our appearance,
manners, verbal ability, demonstrated competence and titlesâ Character is our essence, the core of who we are. Essence is about
oneâs purpose, values, beliefs and visions⢠Integrity is the âintegrationâ of Character and Persona
Why Should I Follow You?
⢠Employees donât follow blindlyâ Educated, street smart and organizationally savvy
⢠Use of their discretionary energy depends on their commitment to their leader
⢠Leadership development is growing the person to grow the leaderâ Cannot separate the development of who we are
as individuals from leadership
Growth Strategies
Questions Discoveries
Am I aware of My Leadership Essence? Essence Profile
What Is My Reason For Leading? Purpose
For Whom Do I Set An Example? Constituency
What Will I Stand For? Values
How Will I Walk My Talk? Example
To Whom Do I Go For Advice? Leadership Board of Directors
What Strengths Do I Bring To My Role? Distinctions
Is Anything Getting In The Way? Derailers
How Do I Want To Be Remembered? Legacy
What Goals Do I Need To Set For Myself? Goals
How Do I Communicate My Leadership Aspirations To Others? Leadership Framework
Effective Leaders:
⢠Articulate vivid, over-arching goals and values⢠Drive daily behaviors and choices among competing
alternatives⢠Visions and priorities are lean and compelling, not cluttered
and buzzword-laden⢠Decisions are crisp and clear, not tentative and ambiguous⢠Convey an unwavering firmness and consistency in our
actions, aligned with the future picture they paint⢠The result: clarity of purpose, credibility of leadership and
integrity in organization
I Am This Kind of Leader
The Leadership Trust
⢠Founded by the late Dr. Jim Farr and Dr. Holly Latty-Mann in 1998
⢠Current President/CEOâ Graduate Duke University School of Medicineâ PHD in experimental psychologyâ Post doctorate in clinical psychologyâ Executive Professor of Leadership at the Wake Forest
University Babcock Graduate School of Management⢠Located in Durham, NC
âVictor, you clearly have your arms around this thing called leadershipâŚâ
Are You Up to the Challenge?
Imagine for a minute that you have to prepare a resume where you canât highlight the college you attended, what degrees you hold, your work experience or the project achievements you have had up to this point. The only data you can put on your resume pertains to who you are as a leader and what you have demonstrated. How would the resume read?
Coming Soon: The Book
⢠Author: âPrinciples for Maturing Your System Development Life Cycle: The Ultimate Guide to the SDLCâ
ââŚlotâs of books out there to tell you where you should be but not many to tell you how to get there.â
âLarry Zucker